Survey Research On The Hotel Front-line Staff's Turnover Reason

The turnover reason of employees has been full studied recently. A number of theories on employees'turnover reason were provided for managers to control and improve the problem of staff turnover. However, most of these researches did macroscopic qualitative analysis from the domestic perspective of management; quite few researches used empirical methods to analysis hotel front-line staff's turnover reason from the domestic perspective of psychology. The goal of the present research was to study the reason of hotel front-line staff;s turnover. The research took the method of theory analysis and the open-questionnaire surveys to explore the potential reasons of hotel front-line staff's turnover. The formal questionnaire was constructed based on the project analysis, exploratory factor analysis of the pre-test data and experts'opinions. Then some hotel front-line staff in Chongqing were tested by the questionnaire of'The Hotel Front-line Staff's Turnover Reason'.1400 valid questionnaires were obtained. The exploratory factor analysis and confirmatory factor analysis showed that the questionnaire had good reliability and validity. The employees' differences on gender, different living environment, different working time and different income were also analyzed.The main results of this research are as follows:First, the hotel front-line staff's turnover reason was divided into two main components-interior factor and exterior factor-and six dimensions:wage, career development, management system, management capacity of manager, relationships and social assessment. The exterior factor was the main reason of the front-line staff's turnover.Second, the hotel front-line staff' turnover reason showed the general patterns as follows: employees from rural areas were more likely to leave for exterior reasons, whereas the turnover movements of employees from urban areas were more related to interior reasons; employees who work over 12 hours per day were more likely to leave for exterior reason rather than interior reason; so were the employees who own less than 1000 RNB per month.Third, for every specific dimension the results showed that:(1) For the wage:employees who work less than 12 hours per day got higher score on this dimension. This result suggested that the wage they got did not match their expected value of themselves.(2) For career development:employees who are from urban areas, employees who work less than 12 hours per day and employees who own more than 1000 RNB per month got higher score on this dimension, which proposed that they had pay more attention on their interior needs.(3) For management system:employees who work over 12 hours per day and those who own less than 1000RNB per month expressed stronger dissatisfaction on management system.(4) For management capacity of manager:the male employees got higher score on this dimension than female employees, which indicated that male employees showed greater negative attitude on manager.(5) For relationships:employees who own less than 1000RNB per month got higher score than those who own more than 1000 RNB per month.(6) For social assessment:employees who own less than 1000RNB per month also got higher on this dimension.According to the results above, the present study provided several suggestions to control and improve the problem of hotel front-line staff's turnover, which may served the university education and management.